How do you redesign work to get the best from your people and your technology?

The focus on AI adoption has exposed longstanding issues in operating models and shone a light on processes and decisions that could be done very differently. The risk is that a tactical approach to changing a few processes will not unlock productivity. What’s needed is a systemic look at the enterprise-wide operating model, how your processes, people, technology and culture all work in sync. In a world where AI seems to be everywhere, the role of the human in the loop is vital.

It is also about building these skills. The research tells us that there is insufficient clarity around future skills and the access to these. UK workers have shown an admirable ability to take change in their stride. They repeatedly keep pace with their global peers around motivation. They also report confidence in their ability to learn new skills and 69% anticipate that their roles will change in response to AI to at least some extent.

So there is work to be done around the Employee Value Proposition (EVP) to support this – from setting out the evolving career pathways and learning needs in a skills-based world – and the performance and incentives that drive the acquisition of new skills.

There is also a big role for workforce planning – as organisations work through future requirements. It is not an exact science but scenario planning between strategy, HR and finance is required to understand the future roles and the pipeline needed.